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I've seen different teams and sometimes for some reason it's quite challenging to get folks participate in retrospectives in a meaningful way. E.g. it's hard to

I've seen different teams and sometimes for some reason it's quite challenging to get folks participate in retrospectives in a meaningful way. E.g. it's hard to come up with a few things that went bad for engineers. And it's not a matter of trust, it's something else. Does it come with practice? What are the techniques to get people involved?

0xcoffee 6y ago
I also experience this, and the scrum master gets frustrated also. But the ways I see it, a lot of the teams chills together for smoke breaks, and those basically serve as a bunch of small informal retrospectives on a daily level. Unless a sprint went really badly and there needs to be a real discussion about it and if its a structurable problem, most retrospectives are not so useful if the team has a natural communication structure.
elric 6y ago
In my experience, everyone on every team has ideas that could help improve the team. Everyone's experiences shape their perceptions of things. Getting your team to talk about those ideas is the hard part. Small teams can grow in to high trust teams, but big teams pretty much can't. It's much easier to get meaningful feedback/retrospectives from high trust teams. I think part of the lead engineer's job is to foster trust. But garnering this feedback by asking the right questions is just as important. Even if it means asking difficult questions until answered. If a team struggles with meaningful retrospectives, it might be because they don't see the value in them. When that's the case people can end up thinking "it's just another meeting", "just let me code". Or it might be because the trust isn't there, even though it might seem like it is. Exposing problems (of whatever nature), tends to end up involving management at some point, and I've noticed over the years that many engineers have a strange fear of management. You can't have a meaningful discussion about problems if you don't trust everyone involved, including management.
belicoke 6y ago
Follow through builds momentum for continuous improvement. I've seen many teams where retros are a formality. People suggest great ideas, but no one is willing to put in the time or effort to implement the changes that come out of them, so everyone stops bothering. Another common problem I see is senior people cutting off junior people or "correcting" them for political reasons. This is disastrous and makes the junior people stop talking real quick. When you're punished for making yourself vulnerable, you're going to stop making yourself vulnerable. It's a huge loss because junior people often see things with clearer eyes and can be a gold mine for an observant senior person. The good news is that even dysfunctional teams can be turned around. You just have to stomp out bad behaviors and start up some virtuous cycles. A challenge but not impossible.
cauliflower99 6y ago
Being comfortable with the team is a big part of course, but this doesn't help you as the team lead since getting people to 'be comfortable' is not a single step task. I recommend trying some of the following: - Create a list of topics for your team to complain about at the retro. eg. Bugs, communication, management, programming practices, meetings... This should help stir some memories and emotions. - Insist that each person give at least one piece of feedback. If someone is not willing to give feedback, make a silly suggestion for them. For example, in our last retro, a member was on holidays for 2/3rds of the sprint, and said he didn't have any 'good' feedback to give. I jokingly suggested that he was glad his holidays were over and he was able to be back at work with his team. A bit of humour helps break the ice. Any feedback, no matter how silly, is better than none at all. - Take notes of any negative feedback during the sprint. If the retro lacks engagement, bring up one of these topics as a discussion point. People are forgetful - they may need some prompting! - Take note of things you see need improving (use that 80/20 analysis). Bring these up as discussion points at the retro. Remember, you are there to facilitate the team. But that doesn't mean you don't get involved. Lead the discussion when it runs dry, and don't be afraid to make suggestions. Show that you are passionate about improving the team and this will leak into the team 'culture' (that dreaded term!).
deleted 6y ago
[deleted]
ternaus 6y ago
Being personal may help. When I get at work a message like: "VP XXX is very interested in your feedback, it would be great if you spend 15 minutes and fill the form". I delete the email. "Very interested in your feedback" and mass email do not work well. In addition I do not feel that my feedback given in this way will affect anything. I do not think that it is your problem. You say that it is not a matter of trust, but I am 100% sure that it is. I give honest feedback at 1-1 meetings. By the way, did you read https://www.goodreads.com/book/show/52283963-the-mom-test https://www.goodreads.com/book/show/52283963-the-mom-test and https://www.goodreads.com/book/show/1317946.Managing_Humans https://www.goodreads.com/book/show/1317946.Managing_Humans ? It could help :)

0xcoffee 6y ago

I also experience this, and the scrum master gets frustrated also. But the ways I see it, a lot of the teams chills together for smoke breaks, and those basically serve as a bunch of small informal retrospectives on a daily level. Unless a sprint went really badly and there needs to be a real discussion about it and if its a structurable problem, most retrospectives are not so useful if the team has a natural communication structure.

elric 6y ago

In my experience, everyone on every team has ideas that could help improve the team. Everyone's experiences shape their perceptions of things. Getting your team to talk about those ideas is the hard part. Small teams can grow in to high trust teams, but big teams pretty much can't. It's much easier to get meaningful feedback/retrospectives from high trust teams. I think part of the lead engineer's job is to foster trust. But garnering this feedback by asking the right questions is just as important. Even if it means asking difficult questions until answered. If a team struggles with meaningful retrospectives, it might be because they don't see the value in them. When that's the case people can end up thinking "it's just another meeting", "just let me code". Or it might be because the trust isn't there, even though it might seem like it is. Exposing problems (of whatever nature), tends to end up involving management at some point, and I've noticed over the years that many engineers have a strange fear of management. You can't have a meaningful discussion about problems if you don't trust everyone involved, including management.

belicoke 6y ago

Follow through builds momentum for continuous improvement. I've seen many teams where retros are a formality. People suggest great ideas, but no one is willing to put in the time or effort to implement the changes that come out of them, so everyone stops bothering. Another common problem I see is senior people cutting off junior people or "correcting" them for political reasons. This is disastrous and makes the junior people stop talking real quick. When you're punished for making yourself vulnerable, you're going to stop making yourself vulnerable. It's a huge loss because junior people often see things with clearer eyes and can be a gold mine for an observant senior person. The good news is that even dysfunctional teams can be turned around. You just have to stomp out bad behaviors and start up some virtuous cycles. A challenge but not impossible.

cauliflower99 6y ago

Being comfortable with the team is a big part of course, but this doesn't help you as the team lead since getting people to 'be comfortable' is not a single step task. I recommend trying some of the following: - Create a list of topics for your team to complain about at the retro. eg. Bugs, communication, management, programming practices, meetings... This should help stir some memories and emotions. - Insist that each person give at least one piece of feedback. If someone is not willing to give feedback, make a silly suggestion for them. For example, in our last retro, a member was on holidays for 2/3rds of the sprint, and said he didn't have any 'good' feedback to give. I jokingly suggested that he was glad his holidays were over and he was able to be back at work with his team. A bit of humour helps break the ice. Any feedback, no matter how silly, is better than none at all. - Take notes of any negative feedback during the sprint. If the retro lacks engagement, bring up one of these topics as a discussion point. People are forgetful - they may need some prompting! - Take note of things you see need improving (use that 80/20 analysis). Bring these up as discussion points at the retro. Remember, you are there to facilitate the team. But that doesn't mean you don't get involved. Lead the discussion when it runs dry, and don't be afraid to make suggestions. Show that you are passionate about improving the team and this will leak into the team 'culture' (that dreaded term!).

deleted 6y ago

[deleted]

ternaus 6y ago

Being personal may help. When I get at work a message like: "VP XXX is very interested in your feedback, it would be great if you spend 15 minutes and fill the form". I delete the email. "Very interested in your feedback" and mass email do not work well. In addition I do not feel that my feedback given in this way will affect anything. I do not think that it is your problem. You say that it is not a matter of trust, but I am 100% sure that it is. I give honest feedback at 1-1 meetings. By the way, did you read https://www.goodreads.com/book/show/52283963-the-mom-test https://www.goodreads.com/book/show/52283963-the-mom-test and https://www.goodreads.com/book/show/1317946.Managing_Humans https://www.goodreads.com/book/show/1317946.Managing_Humans ? It could help :)